How much do you know about the end-to-end operations of your organization? The communication channels? The decision-making processes? The handoffs and coordination? The political walls? If you looked closely, would you see a deliberate strategy or the results of years and years of patches, workarounds, political truces, and shadow systems?
Can You Know Too Much About Your Organization?
How much do you know about the end-to-end operations of your organization? If you looked closely, would you see a deliberate strategy or the results of years and years of patches, workarounds, political truces, and shadow systems? Now imagine you had carte blanche to clean it up — redesign operations to be more efficient, more effective, more focused on getting things done. Would this experience change how you see your current efforts and responsibilities? According to research, it might: A study of six project teams tasked with redesigning their organization’s operations found that many ended up disillusioned with the patchwork systems they saw. Further, almost half of the participants left their established careers as managers, feeling as though they couldn’t enact meaningful change in their roles.